TOWN OF MINETTO
COMPREHENSIVE EMERGENCY
MANAGEMENT PLAN
Advisory: This plan represents general guidelines that can be modified by the
Incident Commander in the field as appropriate. This plan does not create any right
or duty that is not enforceable in a court of law.
TOWN OF MINETTO
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
EXECUTIVE SUMMARY
1
Introduction
This plan results from the recognition on the part of the Town of Minetto government
officials that a comprehensive plan is needed to enhance the Town's ability to manage
emergency and disaster situations. It was prepared by Town officials and residents
working cooperatively in a planning effort coordinated by the Oswego County Emergency
Management Office. Authority to undertake this effort is provided by Article 2-B of the
New York State Executive Law.
The development of this plan included a systematic investigation and analysis of potential
hazards which could affect the Town of Minetto and an assessment of the capabilities
existing in the Town to deal with potential problems.
2
Comprehensive Approach
Dealing with disasters is an ongoing and multi-faceted undertaking. Lives can be saved
and property damage minimized through the implementation of prevention and riskreduction measures and timely and adequate response during an emergency or a disaster.
This total ongoing operation is called Comprehensive Emergency Management to
emphasize the interrelationship of activities, functions, and expertise necessary to deal
with disasters.
3
Management Responsibilities
This plan outlines executive assignment of responsibility for emergency management to
existing Town departments and agencies. The assignments are made within the
framework of present Town capability and existing organizational responsibilities. Each
department and agency has determined the management organization and procedures
needed to fulfill the responsibilities assigned to it. Accordingly, the Town departments'
management responsibilities are outlined in separate plans and operating procedures,
which form part of the overall plan.
If a disaster involves the entire Town, the Town's Supervisor/Designee is designated to
provide the centralized direction of requests for assistance.
The County of Oswego's responsibilities are closely related to the responsibility of the
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local levels of governments within the County to manage all phases of disasters. The
County has the responsibility to assist the local levels of government in the event that
they have reasonably committed their resources and are still unable to cope with any
disaster. Similarly, New York State is obligated to provide assistance to the County after
resources have been exhausted and the County is unable to cope with the disaster. The
plan describes in detail the centralized direction of requests for assistance and the
understanding that the governmental jurisdiction most affected by an emergency is
required to involve itself prior to requesting assistance.
Specific emergency management guidance for situations requiring special knowledge,
technical expertise, and resources may be addressed in separate annexes attached to the
plan.
4
Conclusion
This plan is intended to provide a general all-hazards management guidance, using
existing organizations and lines of authority to allow the Town to meet its responsibilities
before, during and after an emergency occurs.
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TOWN OF MINETTO
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
SECTION I
GENERAL CONSIDERATIONS AND PLANNING GUIDELINES
1
Policy Regarding Comprehensive Emergency Management
1.1
A wide variety of emergencies, natural, technological or man-made, result in loss
of life, property and income; disrupt the normal functions of government,
communities and families; and cause great human suffering.
1.2
The Town of Minetto must provide the leadership and direction to prevent,
mitigate, respond to and recover from the dangers and problems arising from such
emergencies.
1.3
Under the Authority of Section 23 of Article 2-B of the New York State Executive
Law, the Town of Minetto may develop a Comprehensive Emergency
Management Plan to prevent, mitigate, respond to and recover from emergencies
and disasters.
1.4
This plan considers each management function (i.e. coordination, direction, and
control) from an all-hazards perspective.
1.5
The concept of Comprehensive Emergency Management includes three
interrelated critical phases, which interact in an ongoing cycle, one leading
naturally into another: prevention and mitigation; response; and recovery.
1.5.1
Risk Reduction (Prevention and Mitigation)
1.5.1.1 Prevention refers to those short or long term activities which
eliminate or reduce the number of occurrences of disasters.
1.5.1.2 Mitigation refers to all activities which reduce the effects of
disasters when they do occur.
1.5.1.3 Section II of this plan describes specific prevention and mitigation
(risk reduction) activities.
1.5.2
Response
1.5.2.1 Upon receipt of advisories of potential disasters or emergencies,
response operations may start. This increased readiness response
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may include such pre-impact operations as:
assessment and monitoring of the hazard
alerting endangered populations
alerting response forces to stand by
evacuation of population
dispensing and/or relocating critical
equipment and resources
1.5.2.2 Most response activities follow the immediate impact of an
emergency or disaster. Generally, they are designed to minimize
casualties and protect property to the extent possible through
emergency assistance. They also seek to reduce the probability of
secondary damage and to speed recovery operation. Response
operations in the affected area are controlled by the local
jurisdictions, supported by the County of Oswego emergency
operations.
1.5.2.3 Section III of this plan describes specific response activities.
1.5.3
Recovery
1.5.3.1 Recovery activities are those activities following a disaster or
emergency implemented to correct adverse conditions and to
protect and improve the quality of life in the Town.
1.5.3.2 Recovery activities will include measures to:
prevent or mitigate a recurrence of the disaster
or emergency
reinstate public services
restore public property
1.5.3.3 Section IV of this plan describes specific recovery activities.
2
Comprehensive Emergency Management Planning
2.1
The purpose of the plan is to set forth the basic information required by persons
managing an emergency in the Town of Minetto.
2.2
The objectives of the plan are to:
2.2.1
identify, assess, and prioritize local and regional vulnerabilities to
emergencies or disasters and the resources available to prevent or mitigate,
respond to, and recover from them
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3
4
2.2.2
outline short, medium, and long-range measures for improving the Town's
all-hazards management capability
2.2.3
provide that the Town will take the necessary actions to prevent or
mitigate the effects of disasters and be prepared to respond to and recover
from them
2.2.4
provide for the utilization of private and all public emergency resources to
protect against and deal with an emergency or threatening situation
2.2.5
provide for the coordination with the County of Oswego to assist victims
of disasters, with particular attention to the needs of the elderly, disabled,
poor and other groups which may be especially affected
2.2.6
provide for the coordination with the County of Oswego for programs
dealing with recovery from an emergency or disaster with particular
attention to the development of mitigative action programs
Authorities/References
3.1
New York State Executive Law, Article 2-B, as amended
3.2
New York State Defense Emergency Act of 1951, as amended (addresses the
responsibilities, powers, immunities as they pertain to the Town's response during
nuclear attack and peacetime disasters)
3.3
Federal Disaster Relief Act of 1974 (Robert T. Stafford Disaster Relief and
Emergency Assistance Act)
3.4
New York State Municipal Law
3.5
New York State Town Law
3.6
Resolution 9-2 adopted Sept. 11, 2006 designating the NIMS as the basis for all
incident management in the Town of Minetto
3.7
Homeland Security Presidential Directive - 5
3.8
Homeland Security Presidential Directive - 8
Concept of Operations
4.1
The primary responsibility for responding to emergencies rests with the Town
Supervisor.
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4.2
The Town of Minetto and its emergency service organizations play an essential
role as the first line of defense.
4.3
The Town Supervisor has the authority to direct and coordinate disaster operations
and may delegate this authority to an emergency coordinator.
4.4
In responding to a disaster, the Town of Minetto is required to make reasonably
full use of their own facilities, equipment, supplies and personnel.
4.5
When an emergency or disaster is beyond the Town of Minetto’s resources
capacity and capability, the Town Supervisor may request assistance from the
County government.
4.5.1
The Chairman of the County Legislature has the authority to direct and
coordinate disaster operations and may delegate this authority to the
County Director of Emergency Management.
4.5.2
When an emergency or disaster is beyond the management capability of
the County and/or emergency resources are inadequate to respond to the
situation, the Chairman of the County Legislature may obtain assistance
from the State of New York.
4.5.2.1
A request for assistance to the State will be submitted by
the County to the NYS Office of Emergency Management
(NYS-OEM) and presupposes the utilization and
expenditure of personnel and resources at the local level.
State assistance is supplemental to all local emergency
efforts.
4.5.2.2
The direction and control of all State mitigation, response,
and recovery actions will be exercised by the New York
State Disaster Preparedness Commission and coordinated
by NYS-OEM.
4.5.2.3 When all other Town, County and State resources have been
exhausted, State military assistance may be provided only at the
direction of the Governor.
4.5.3
Upon the occurrence of an emergency or disaster clearly beyond the
management capability and emergency resources of Town, County, and
State governments, the Governor may find that Federal assistance is
required and may request the President to declare a major disaster or an
emergency under the provisions of the Federal Disaster Relief Act of 1974,
as amended.
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4.5.3.1
5
6
Upon a Federal declaration, a wide variety of Federal
assistance may be available from Federal agencies,
including assistance under the Disaster Relief Act of 1974,
programs of the Corps of Engineers, Small Business
Administration and the Department of Agriculture, among
others.
Roles of the Supervisor of the Town of Minetto
5.1
Be responsible for the development and maintenance of this Comprehensive
Emergency Management Plan.
5.2
In preparing this plan, seek cooperation, advice and assistance from: the County of
Oswego; the New York State Disaster Preparedness Commission; management of
major private commercial and industrial enterprises; and the general public.
5.3
Upon the completion or revision of this plan, submit the plan to the Oswego
County Emergency Management Office for the purpose of incorporation into the
Oswego County Comprehensive Emergency Management Plan.
5.4
Maintain the plan by reviewing and updating the plan biannually to reflect
changes in local government structure, technological changes, and eliminating
plan deficiencies identified by drills, exercises and plan implementation during
disasters.
5.5
Keep a current inventory of programs relevant to the prevention and mitigation of,
response to and recovery from disasters.
5.6
Ensure that Town department personnel and equipment inventories included in
this plan be kept current.
Advisory
6.1
This plan represents general guidelines which can be modified by the Incident
Commander in the field as appropriate. This plan does not create any right
or duty that is enforceable in a court of law.
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TOWN OF MINETTO
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
SECTION II
RISK REDUCTION
1
2
Designation of County Hazard Mitigation Coordinator
1.1
Oswego County has designated a County Hazard Mitigation Coordinator.
1.2
The County Hazard Mitigation Coordinator is responsible for coordinating County
efforts in reducing hazards in Oswego County, including the Town of Minetto.
1.3
All County agencies will participate in risk reduction activities with the County
Hazard Mitigation Coordinator.
1.4
The County Hazard Mitigation Coordinator will coordinate with the Town’s
Emergency Planning Committee as required.
Identification and Analysis of Potential Hazards
2.1
The Town’s Emergency Planning Committee will:
2.1.1
identify potential hazards in the Town
2.1.2
determine the probable impact each of those hazards could have on people
and property
2.1.3
delineate the geographic areas affected by potential hazards, plot them on
maps, and designate them as hazard areas
2.2
Significant potential hazards to be identified and analyzed include natural,
technological, and human-caused hazards.
2.3
To comply with above, hazards that pose a potential threat have been identified
and analyzed by the Town’s Emergency Planning Committee using the program
HIRA-NY, provided by the New York State Office of Emergency Management.
2.4
The hazard analysis:
2.4.1
provides a basic method for analyzing and ranking the identified hazards,
including identification of geographic areas and populations at risk to
specific hazards
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2.4.2 establishes priorities for planning for those hazards receiving a high
ranking of significance
2.5
3
2.4.3
was conducted in accordance with guidance from the New York State
Office of Emergency Management
2.4.4
is to be reviewed and updated as part of the biannual review process
The rating and ranking results of the hazard analysis are found in Attachment 1.
Risk Reduction Policies, Programs and Reports
3.1
County and Town agencies are authorized to:
3.1.1
promote policies, programs and activities to reduce hazard risks in their
area of responsibility
3.1.1.1 Examples of the above are:
3.2
3.3
4
-
encourage the adoption of zoning ordinances, subdivision
regulations, and building codes that are cognizant of and
take into account significant hazards in the Town
-
promote compliance with and enforcement of existing laws,
regulations, and codes that are related to risk reduction
The Town Planning Board provides input in specific land use and coordination for
land use management of Town-owned land. This activity includes:
-
developing zoning ordinances, subdivision regulations and building codes
and recommending their adoption to the Town Board
-
consideration of zoning ordinances and subdivision actions
In all of the above activities, the Town Planning Board will take into account the
significant hazards in the Town of Minetto.
Emergency Response Capability Assessment
4.1
Periodic assessment of the Town's capability to manage the emergencies that
could be caused by the hazards identified in the Town is a critical part of Risk
Reduction.
4.2
The Emergency Planning Committee will:
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4.2.1
5
assess the Town's current capability for dealing with those significant
hazards that have been identified and analyzed, including but not limited
to:
-
the likely time of onset of the hazard (detection,alert and
notification equipment and/or procedures
-
the Town's preparedness levels
-
the Town's means to respond to anticipated casualties and
damage
4.3
The Town’s Emergency Planning Committee will conduct a series of table-top
exercises based upon specific hazards and hazard areas identified by the
Committee.
4.4
The Town’s Emergency Planning Committee will identify emergency response
shortfalls and make recommendations for implementing corrective actions to the
Town Supervisor.
Training of Emergency Personnel
5.1
The Town Supervisor has the responsibility to:
5.1.1
arrange and provide, with the assistance of the Oswego County Emergency
Management Office, the conduct of training programs for emergency
response personnel
5.1.1.1 Such training programs will:
-
include information on the characteristics of hazards and
their consequences and the implementation of emergency
response actions including protective measures, notification
procedures, and available resources
-
include Incident Command System (ICS) training focusing
on individual roles
-
provide emergency personnel with the variety of skills
necessary to help reduce or eliminate hazards and increase
their effectiveness to respond to and recover from
emergencies of all types
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-
6
be provided in crisis situations that require additional
specialized training and refresher training
5.1.2
encourage and support training for emergency response personnel
including volunteers. On a local level, the Fire Chief, County Sheriff and
other administrators will implement appropriate training and support this.
5.1.3
coordinate periodic exercises and drills to evaluate local capabilities and
preparedness, working toward a full scale operational exercise that tests a
major portion of the elements and responsibilities in this Plan, and
periodic drills to test readiness of warning and communication equipment.
5.1.4
consult with the Town departments and agencies, in developing training
courses and exercises.
5.1.5
receive technical guidance on latest techniques from State and Federal
sources as appropriate and request assistance as needed.
5.2
All departments and agencies assigned emergency functions are responsible to
develop an in-house training capability in order that departments and agencies
further train their employees in their duties and procedures.
5.3
Volunteers participating in emergency services such as Red Cross and RACES
will be trained in accordance with established procedures and standards.
Public Education and Awareness
6.1
6.2
The Town’s Emergency Planning Committee, in partnership with the Oswego
County Emergency Management Office, is responsible for:
6.1.1
Providing education on hazards to the young adult and adult public in the
Town (Attachment 2).
6.1.2
Making the public aware of existing and potential hazards in their
communities.
6.1.3
Familiarizing the public with the kind of protective measures that the
Town has developed to respond to any emergency arising from the hazard.
Federal Emergency Management Agency (FEMA) pamphlets, books and kits
dealing with all aspects of emergency management and materials developed by
New York State Office of Emergency Management and other State departments,
as appropriate, will be made available for use in the program.
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7
Monitoring of Identified Hazard Areas
7.1
The Town Supervisor will develop, with the necessary assistance of Town
Departments and/or other agencies, the capability to monitor identified areas of
hazards in order to detect hazardous situations in their earliest stages.
7.2
As a hazard's emergency is detected and is beyond the capabilities of the Town,
the Oswego County Emergency Management Office is to be contacted.
7.3
When deemed appropriate by the Town Supervisor, monitoring stations may be
established regarding specific hazard areas where individuals responsible to
perform the monitoring tasks can be stationed.
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TOWN OF MINETTO
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
SECTION II,
ATTACHMENT 1
HAZARD ANALYSIS
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TOWN OF MINETTO
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
SECTION II
ATTACHMENT 1
HAZARD ANALYSIS
Background
As part of its development of a Comprehensive Emergency Management Plan, the
Town of Minetto conducted a hazard analysis using the automated program, HIRA-NY
(Hazard Identification and Risk Assessment New York) developed by the American Red
Cross and the then-New York State Emergency Management Office (NYSEMO). This
Hazard Analysis document is a key component in the process of creating a multi-hazard
plan and will constitute a major section of your Multi-Hazard Mitigation Plan document;
it forms the basis for our risk and vulnerability assessment. The results of this hazard
analysis are presented in this report.
HIRA-NY evaluates five factors that are the cornerstones in the hazard analysis process.
In considering these factors, it is also expected that the risk assessment components of the
all-hazard mitigation planning process as outlined in 44 CFR Part 201, under which the
hazard mitigation plan is being developed, will also be developed. The risk assessment
process is required to identify all hazards that can impact a community and the profiling
of the most prevalent hazards. Profiling hazard involves consideration of a) location, or
geographic areas affected; b) extent or magnitude/severity; c) previous occurrences; and,
d) probability of future occurrences. These five factors are:
1. Scope - This factor looks at two aspects: (1) What area or areas in your jurisdiction
could be impacted by the hazard location and (2) What are the chances of the hazard
triggering another hazard causing a cascade effect?
2. Onset - How much time is there between the initial recognition of an approaching
hazard and when the hazard begins to impact the community? This is a very important
factor because for some hazards (e.g., drought) ample warning time is available so that if
plans and procedures have not been developed, there is still time to accomplish such. On
the other hand, an earthquake could occur at any time without a warning and cause severe
damage.
3. Impact - This factor involves the analysis of a hazard's impact extent to the
community's infrastructure, private property, and people.
4. Duration (also an indicator of extent) - This factor is concerned with three durations:
(1) How long does the hazard remain active? (2) How long do emergency operations
continue after the hazard event? (3) How long does the recovery process take?
5. Frequency (past occurrences) - This factor indicates how often a hazard has resulted in
an emergency or disaster; historical frequency can also be a prediction of how often a
hazard will occur in the future (probability of future occurrences). Frequency is
established by recording historical events and determining time intervals between each
occurrence.
HIRA-NY and the Town of Minetto
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HIRA-NY is an automated interactive spreadsheet that asks specific questions on
potential hazards in a community and records and evaluates the responses to these
questions. The selections made in HIRA-NY are based on information entered into
preformatted Microsoft Excel worksheets recommended by FEMA and NYSEMO.
HIRA-NY also includes historical and expert data on selected hazards. HIRA-NY is
designed specifically for groups, rather than individual use. The Town of Minetto
assembled a group of local officials to consider and discuss the questions and issues
raised by the HIRA-NY program. Representatives from the Oswego County Emergency
Management Office facilitated the meeting and recorded the results.
The Results
The group analyzed all hazards potentially affecting the Town of Minetto . HIRA-NY
rated each hazard based on the group's assessment and assigned a numerical value.
These values are categorized as follows:
321 to 400 HIGH HAZARD
241 to 320 MODERATELY HIGH HAZARD
161 to 240 MODERATELY LOW HAZARD
44 to 160 LOW HAZARD
The group rated the 15 hazards as follows:
Hazard
Rating
296
WINTER STORM (SEVERE)
245
FLOOD
223
WATER SUPPLY CONTAMINATION
218
FIRE
218
HAZMAT (IN TRANSIT)
216
UTILITY FAILURE
204
SEVERE STORM
201
TERRORISM
200
ICE STORM
186
ICE JAM
170
EXPLOSION
170
STRUCTURAL COLLAPSE
158
TRANS ACCIDENT
148
OIL SPILL
135
RADIOLOGICAL (FIXED SITE)
Hazard(s) rated as moderately high: WINTER STORM (SEVERE), FLOOD
WINTER STORM (SEVERE): 296, Moderately High Hazard
Potential Impact:
Throughout a large region
Cascade Effects:
Highly likely. Cascading effects include extreme temperatures,
food shortage, ice jam, ice storm, infestation, severe storm, structural collapse,
transportation accident, utility failure, and winter storm (severe).
Frequency:
A frequent event
Onset:
One day warning
Hazard Duration: More than one week
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Recovery Time:
Three days to one week
Impact:
•
Serious injury or death is likely, but not in large numbers
•
Severe damage to private property
•
Little or no structural damage to public facilities
FLOOD: 245, Moderately High Hazard
Potential Impact:
Several locations
Cascade Effects:
Some potential. Cascading effects include dam failure, hazmat
(fixed site), landslide, structural collapse, transportation accident, utility failure, and
water supply contamination.
Frequency:
An infrequent event
Onset:
No warning
Hazard Duration: Two to three days
Recovery Time:
Three days to one week
Impact:
•
Serious injury or death is likely, but not in large numbers
•
Severe damage to private property
•
Severe structural damage to public facilities
Hazard(s) rated as moderately low: WATER SUPPLY CONTAMINATION, FIRE,
HAZMAT (IN TRANSIT), UTILITY FAILURE, SEVERE STORM,
TERRORISM, ICE STORM, ICE JAM, EXPLOSION, STRUCTURAL
COLLAPSE
WATER SUPPLY CONTAMINATION: 223, Moderately Low Hazard
Potential Impact:
Throughout a large region
Cascade Effects:
Highly likely. Cascading effects include civil unrest, epidemic, and
water supply contamination.
Frequency:
A rare event
Onset:
No warning
Hazard Duration: More than one week
Recovery Time:
Less than one day
Impact:
•
Serious injury or death in large or extremely large numbers
•
Little or no damage to private property
•
Moderate structural damage to public facilities
FIRE: 218, Moderately Low Hazard
Potential Impact:
Throughout a small region
Cascade Effects:
Highly likely. Cascading effects include air contamination,
explosion, fire, hazmat (fixed site), structural collapse, and utility failure.
Frequency:
An infrequent event
Onset:
No warning
Hazard Duration: One day
Recovery Time:
One to two days
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Impact:
•
•
•
Serious injury or death is likely, but not in large numbers
Severe damage to private property
Little or no structural damage to public facilities
HAZMAT (IN TRANSIT): 218, Moderately Low Hazard
Potential Impact:
Several locations
Cascade Effects:
Highly likely. Cascading effects include air contamination,
explosion, fire, hazmat (fixed site), hazmat (in transit), oil spill, transportation accident,
and water supply contamination.
Frequency:
An infrequent event
Onset:
No warning
Hazard Duration: One day
Recovery Time:
Three days to one week
Impact:
•
Serious injury or death is likely, but not in large numbers
•
Severe damage to private property
•
Little or no structural damage to public facilities
UTILITY FAILURE: 216, Moderately Low Hazard
Potential Impact:
Throughout a large region
Cascade Effects:
Highly likely. Cascading effects include civil unrest, extreme
temperatures, fire, fuel shortage, and utility failure.
Frequency:
An infrequent event
Onset:
No warning
Hazard Duration: Four days to one week
Recovery Time:
Less than one day
Impact:
•
Serious injury or death is likely, but not in large numbers
•
Little or no damage to private property
•
Little or no structural damage to public facilities
SEVERE STORM: 204, Moderately Low Hazard
Potential Impact:
Throughout a large region
Cascade Effects:
Some potential. Cascading effects include fire, flood, structural
collapse, and utility failure.
Frequency:
A regular event
Onset:
One day warning
Hazard Duration: Less than one day
Recovery Time:
One to two days
Impact:
•
Serious injury or death is likely, but not in large numbers
•
Moderate damage to private property
•
Little or no structural damage to public facilities
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TERRORISM: 201, Moderately Low Hazard
Potential Impact:
Several locations
Cascade Effects:
Some potential. Cascading effects include air contamination, civil
unrest, explosion, fire, hazmat (fixed site), structural collapse, and utility failure.
Frequency:
A rare event
Onset:
No warning
Hazard Duration: Less than one day
Recovery Time:
More than two weeks
Impact:
•
Serious injury or death in large or extremely large numbers
•
Little or no damage to private property
•
Severe structural damage to public facilities
ICE STORM: 200, Moderately Low Hazard
Potential Impact:
Throughout a large region
Cascade Effects:
Highly likely. Cascading effects include fire, structural collapse,
transportation accident, and utility failure.
Frequency:
An infrequent event
Onset:
One day warning
Hazard Duration: One day
Recovery Time:
One to two weeks
Impact:
•
Serious injury or death is likely, but not in large numbers
•
Moderate damage to private property
•
Moderate structural damage to public facilities
ICE JAM: 186, Moderately Low Hazard
Potential Impact:
Throughout a small region
Cascade Effects:
Highly likely. Cascading effects include dam failure, flood, ice
jam, oil spill, structural collapse, and utility failure;
Frequency:
An infrequent event
Onset:
Several days warning
Hazard Duration: More than one week
Recovery Time:
One to two weeks
Impact:
•
Serious injury or death unlikely
•
Moderate damage to private property
•
Moderate structural damage to public facilities
EXPLOSION: 170, Moderately Low Hazard
Potential Impact:
Single location
Cascade Effects:
Highly likely. Cascading effects include air contamination,
explosion, fire; hazmat (fixed site), and structural collapse.
Frequency:
A rare event
Onset:
Several hours warning
Hazard Duration: Less than one day
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Recovery Time:
Three days to one week
Impact:
•
Serious injury or death is likely, but not in large numbers
•
Severe damage to private property
•
Severe structural damage to public facilities
STRUCTURAL COLLAPSE: 170, Moderately Low Hazard
Potential Impact:
Several locations
Cascade Effects:
Highly likely. Cascading effects include dam failure, fire,
transportation accident, and utility failure.
Frequency:
A rare event
Onset:
No warning
Hazard Duration: Less than one day
Recovery Time:
One to two days
Impact:
•
Serious injury or death is likely, but not in large numbers
•
Severe damage to private property
•
Little or no structural damage to public facilities
Hazard(s) rated as low: TRANSPORTATION ACCIDENT, OIL SPILL,
RADIOLOGICAL (FIXED SITE)
TRANSPORTATION ACCIDENT: 158, Low Hazard
Potential Impact:
Single location
Cascade Effects:
Some potential. Cascading effects include explosion, fire, hazmat
(in transit), oil spill, transportation accident, and utility failure.
Frequency:
An infrequent event
Onset:
No warning
Hazard Duration: Less than one day
Recovery Time:
Less than one day
Impact:
•
Serious injury or death is likely, but not in large numbers
•
Little or no damage to private property
•
Little or no structural damage to public facilities
OIL SPILL: 148, Low Hazard
Potential Impact:
Several locations
Cascade Effects:
Highly likely. Cascading effects include air contamination, fire,
hazmat (fixed site), hazmat (in transit), oil spill, transportation accident, and water supply
contamination.
Frequency:
A rare event
Onset:
No warning
Hazard Duration: One day
Recovery Time:
Three days to one week
Impact:
•
Serious injury or death iulikely
7
Rev. 12/12
•
•
Little or no damage to private property
Little or no structural damage to public facilities
RADIOLOGICAL (FIXED SITE): 135, Low Hazard
Potential Impact:
Single location
Cascade Effects:
Some potential. Cascading effects include air contamination and
water supply contamination.
Frequency:
A rare event
Onset:
Several hours warning
Hazard Duration: Two to three days
Recovery Time:
More than two weeks
Impact:
•
Serious injury or death unlikely
•
Little or no damage to private property
•
Little or no structural damage to public facilities
HAZARDS THAT OCCUR WITH NO WARNING*
FLOOD
WATER SUPPLY CONTAMINATION
FIRE
HAZMAT (IN TRANSIT)
UTILITY FAILURE
TERRORISM
STRUCTURAL COLLAPSE
TRANS ACCIDENT
OIL SPILL
These hazards determined to occur with no warning.
HAZARDS THAT OCCUR MOST OFTEN*
WINTER STORM (SEVERE)
*This hazard was listed as a frequent event.
HAZARDS THAT PRESENT THE GREATEST THREAT TO LIFE*
WATER SUPPLY CONTAMINATION
TERRORISM
*These hazards were determined to result in serious
injury and death in large or extremely large numbers
8
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TOWN OF MINETTO
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
SECTION II
ATTACHMENT 2
RISK REDUCTION REPORT
TOWN OF MINETTO
RISK REDUCTION REPORT
AGENCY/DEPARTMENT SUBMITTING REPORT_______________________________________________
PERSON/TITLE OF PREPARER________________________________________________________________
DATE OF SUBMISSION_______________________________________________________________________
PROPOSED HAZARD REDUCTION PLAN ______________________________________________________
_____________________________________________________________________________________________
_____________________________________________________________________________________________
DESCRIPTION OF ACTIONS NECESSARY FOR IMPLEMENTATION OF PLAN
_____________________________________________________________________________________________
_____________________________________________________________________________________________
_____________________________________________________________________________________________
EXPECTED BENEFITS OF THE ACTION (INCLUDE MONETARY VALUE OF EACH BENEFIT, AS
APPROPRIATE)
___________________________________________________________________________________________
___________________________________________________________________________________________
___________________________________________________________________________________________
ESTIMATED TIME LINE NEEDED FROM RISK IDENTIFICATION TO RISK REDUCTION PLAN
IMPLEMENTATION
___________________________________________________________________________________________
___________________________________________________________________________________________
___________________________________________________________________________________________
AGENCIES RESPONSIBLE FOR IMPLEMENTATION AND MAINTENANCE OF RISK REDUCTION
PLAN
____________________________________________________________________________________________
____________________________________________________________________________________________
____________________________________________________________________________________________
ESTIMATED COST OF THE ACTION (ITEMIZE COSTS SUCH AS EQUIPMENT AND LABOR)
Equipment/Labor
____________________________________________
____________________________________________
____________________________________________
____________________________________________
Cost
______________
______________
______________
______________
TOTAL COST ______________
DESCRIPTION OF GRANT AVAILABILITY (INCLUDE SOURCE OF GRANT, TITLE OF GRANT,
PERSON/AGENCY WRITING GRANT, ETC.)
_________________________________________________________________________________________
_________________________________________________________________________________________
_________________________________________________________________________________________
_________________________________________________________________________________________
MAINTENANCE SCHEDULE FOR RISK REDUCTION ACTION (IF APPLICABLE)
_________________________________________________________________________________________
_________________________________________________________________________________________
TOWN SUPERVISOR REVIEW
DATE
SIGNATURE________________________________________________________
TOWN COUNCIL APPROVAL
DATE ________
_____________________________________
____________________________________
_____________________________________
____________________________________
TOWN OF MINETTO
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
ATTACHMENT 3
PUBLIC EDUCATION AND AWARENESS PROGRAMS
1
Minetto Fire Department Programs
1.1
Programs for elementary school children grades 1, 2, and 3 conducted annually
include:
- Stop, Drop and Roll
- Fire Alarms
- Exit Drills in the Home
- Emergency planning routes from home for evacuation
- Smoke detectors
- Familiarity with firefighters and apparatus
2
Oswego County Emergency Management Programs
3
2.1
Disaster education programs for local school children and community groups
focusing on family disaster planning, weather emergencies and hazardous
chemical awareness
2.2
Disaster planning assistance for community organizations and businesses,
including how to develop a comprehensive emergency management plan
Oswego County Sheriff’s Department Emergency Planning Training
3.1
Boater Safety Courses: This training provides interested persons with skills and
information to safely operate watercraft in accordance with New York State and
Federal laws. Provides for a group of professionally trained personnel who may be
called upon to assist in situations that would require additional watercraft
resources.
3.2
Snowmobile Safety Courses: This training provides interested persons with skills
and information to safely operate snowmobiles in accordance with New York
State laws. Provides for a group of professionally trained personnel who may
assist in situations that would require additional snowmobile resources.
3.3
Suspicious Package Recognition Training: This training provides school
personnel and others with information and skills to safely respond to threats of
suspicious packages. Provides for a group of professionally trained personnel who
may be called upon to assist in situations that would require additional resources
in threat situations.
1
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3.4
Public Finger Printing: This service provides an opportunity to have fingerprints
taken and identification information gathered on themselves and family members.
Provides for readily available, accurate information to be used for the
identification of persons in emergency situations.
2
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TOWN OF MINETTO
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
SECTION III
RESPONSE
1
Response Organization and Assignment of Responsibilities
1.1
Chief Elected Officials - Responsibilities, Powers, and Succession
1.1.1
The Town Supervisor of the affected municipality is ultimately
responsible for emergency response activities and:
1.1.1.1 may take personal command of the Town emergency response
organization if the scope and magnitude of the emergency
indicates the necessity of personal management and direction of
the response and recovery operations,
1.1.1.2 controls the use of all Town-owned resources and facilities for
disaster response,
1.1.1.3 may declare a local state of emergency and may promulgate
emergency orders and waive local laws, ordinances, and
regulations,
1.1.1.4 may request assistance from other municipalities, Oswego County
and the State when the situation escalates beyond the capability of
Town resources,
1.1.1.5 may provide assistance at the request of other local governments
both within and outside Oswego County.
1.1.2
If the Town Supervisor is unable, due to absence or incapacitation, to
perform the functions described in the preceding section 1.1, the following
line of command and succession has been established to ensure continuity
of government and the direction of emergency operations:
1.1.2.1 The Deputy Supervisor will be in command if the Town
Supervisor is unavailable.
1.1.2.2 The first available board member will be in command if the
Deputy Supervisor is unavailable.
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1.1.3 The Town Supervisor or his or her designee coordinates the following
emergency response activities:
1.1.3.1 activates the response organization and initiates response activities
1.1.3.2 maintains and manages an Emergency Operations Center
1.1.3.3 notifies and briefs Town departments, agencies and other
organizations involved in an emergency response
1.1.3.4 coordinates communications with:
- the Incident Commander
- Oswego County Emergency Management Office
- other towns, cities, and villages in the County
- local governments outside the County
- private emergency support organizations
- Sheriff's Department/State Police
- State Department of Transportation
1.2
The Emergency Response Organization
1.2.1
The Incident Command System (ICS)
1.2.1.1 The Town of Minetto endorses the use of the Incident Command
System (ICS) as formally adopted by the State of New York for
emergencies requiring multi-agency response. ICS allows
flexibility in its implementation so that its structure can be
tailored to the specific situation at hand. ICS should be initiated
by the emergency forces first responding to an incident.
1.2.1.2 ICS is organized by the following:
-Command
-Operations
-Planning
-Logistics
-Finance (Administration)
1.2.1.3 Under ICS, an Incident Commander (IC) has the overall
responsibility for the effective on-scene management of the
incident, and must ensure that an adequate organization is in place
to carry out all emergency functions. The IC directs emergency
operations from an Incident Command Post.
1.2.1.4 Initially in minor incidents, the five ICS functions may all be
managed directly by the IC. Larger incidents usually require that
2
Rev. 05/2013
one or more of the functions be set up as separate sections under
the IC.
1.2.1.5 Within the command function, the IC has additional
responsibilities for safety, public information, and liaison. These
activities can be assigned to staff under the IC.
1.2.1.6 An ICS with all five functions organized as sections is depicted as
follows:
Incident
Commander
Public Information
Safety
Liaison
Operations
Planning
Logistics
Finance/
Admin
1.2.1.7 During an emergency, response personnel must be cognizant of
the Incident Command System in place and their role in it. Some
personnel may be responders the scene and part of the on-scene
ICS structure in a functional or staff role. Other personnel may be
assigned to the Emergency Operations Center (EOC) or other
locations where they will provide support to the responders at the
scene. All response personnel not assigned to the on-scene ICS
will be coordinated by or through the EOC.
1.2.1.8 Response personnel operating at the EOC will be organized by
ICS function and interface with their on-scene counterparts as
appropriate.
1.2.1.9 The Incident Commander is usually selected due to his or her
position as the highest ranking responding officer at the scene.
The IC must be fully qualified to manage the incident. As an
incident grows in size or becomes more complex, a more highly
qualified Incident Commander may be assigned.
1.2.1.10
A major emergency encompassing a large geographic area
may have more than one emergency scene. In this situation,
separate Operations Section Chiefs may set up command at
multiple locations. In this case, an Area Command may be
established. The Area Command is structured similar to a
3
Rev. 05/2013
normal ICS. The Incident Commander is called the Incident
Manager to whom all Incident Commanders report.
1.2.1.11
2
Whenever the ICS is established, emergency response forces
should be assigned to specific ICS functions wherever they
are needed including at the scene, at the EOC in a support
role, or at an Area Command if established.
Management of Emergency Response
2.1
Incident Command Post and Emergency Operations Center
2.1.1
On-scene emergency response operations will be directed and controlled
by the Incident Commander from an Incident Command Post located at or
near the emergency site. This will be the only command post at the
emergency scene. All other facilities at the scene used by agencies for
decision-making should not be identified as a command post.
2.1.2
A Command Post will be selected by the Incident Commander based upon
the logistical needs of the situation and located near but at a safe distance
from the emergency site.
2.1.3
The Primary Town Minetto EOC is located at the Town Hall. If an
alternate EOC is necessary, it will be located at the Highway Garage.
2.1.4
The EOC will be used to support Incident Command Post activities and to
coordinate resources and assistance. The EOC can also be used as an Area
Command Post when Area Command is instituted.
2.1.5
The EOC can provide for the centralized coordination of Town and private
agencies activities from a secure and functional location.
2.1.6
Agencies and other organizations represented at the EOC will be
organized according to ICS function under the direction of the Chief
Elected Official or his or her designee(s).
2.1.7
Though organized by ICS function, each agency's senior representative at
the EOC will be responsible for directing or coordinating his or her
agency's personnel and resources. Where the agency is also represented at
the scene in an ICS structure, the EOC representative will coordinate the
application of resources with the agency's representative at the scene.
2.1.8
The Chief Elected Official or designee is responsible for managing the
EOC during emergencies.
4
Rev. 05/2013
2.1.9
If required, the EOC will be staffed to operate continuously on a twentyfour hour a day basis. In the event of a 24-hour operation, two 12 ½ hour
shifts will be utilized. Designation of shifts will be established as
conditions warrant by the Chief Elected Official or designee.
2.1.10 Each agency will identify its personnel assigned to the EOC. This
identification is to be provided to the Chief Elected Official or designee
and updated as changes occur, at least annually.
2.1.11 Work areas will be assigned to each agency represented at the EOC.
2.1.12 Internal security at the EOC during an emergency will be provided by the
the Minetto Town Constable.
-
all persons entering the EOC will be required to check in at the
security desk located at the main entrance
-
all emergency personnel may be issued a pass (permanent or
temporary) to be worn at all times while in the EOC
-
temporary passes will be returned to the security desk when
departing from the premises
2.1.13 EOC space should be maintained in an emergency operating mode by the
Chief Elected Official or designee at all times. During non-emergency
periods, the EOC will be used for normal functions.
2.1.14 The ICS Planning function is responsible for emergency situation
reporting at the EOC and has established procedures and forms
(Attachment l) to be used.
2.1.15 The Chief Elected Official or designee maintains Standard Operating
Guidelines for activating, staffing and managing the EOC. These SOGs
can be found as Attachment 2 to this section of the plan.
2.2
Notification and Activation
2.2.1
Upon initial notification of an emergency by the County E-911 Emergency
Communication Center, the Center will immediately alert the appropriate
emergency response operations. This initial notification sets into motion
the activation of emergency response personnel.
2.2.2
Each emergency is to be classified into one of three Response Levels
according to the scope and magnitude of the incident.
5
Rev. 05/2013
2.3
-
Response Level I:
Full emergency situation with major threat
to life, health, or property, involving large
population or area.
-
Response Level II:
Limited emergency situation with some
threat to life, health, or property, but
confined to a limited area or involving a
small population.
-
Response Level III:
Controlled emergency situation without
serious threat to life, health, or property,
which requires no assistance beyond
essential first responders.
2.2.3
Emergency response personnel will be activated according to the
Response Level classification as follows:
-
For Response Level I, full EOC staffing is achieved as soon as
possible. Except for first responders to the scene, assignment of
response personnel to other locations including the emergency
scene will be made through the EOC.
-
For Response Level II, essential first responders are activated and,
if deemed necessary, the office of the Town Supervisor is notified,
and if activated, augmented by select members of the Town
response organization as determined by the Town Supervisor.
-
For Response Level III, essential first responders are activated
and if deemed necessary, the office of the Town Supervisor is
notified.
Assessment and Evaluation
2.3.1
As a result of information provided by the Operations and Planning
sections, the Command Section will, as appropriate, in coordination with
the Incident Commander:
2.3.1.l develop policies by evaluating the safety, health, economic,
environmental, social, humanitarian, legal and political
implications of a disaster or threat
2.3.1.2 analyze the best available data and information on the emergency
2.3.1.3 explore alternative actions and consequences
2.3.1.4 select and direct specific response actions
6
Rev. 05/2013
2.4
Declaration of State of Emergency and Promulgation of Emergency Orders
2.4.1
In response to an emergency, or its likelihood, upon a finding that public
safety is imperiled, the Town Supervisor may proclaim a state of
emergency pursuant to Section 24 of the New York State Executive Law.
2.4.2
Such a proclamation authorizes the Chief Elected Officials to deal with the
emergency situation with the full executive and legislative powers of
Town government.
2.4.3
This power is realized only through the promulgation of emergency
orders. For example, emergency orders can be issued for actions such as:
-
2.4.4
2.5
establishing curfews
restrictions on travel
evacuation of facilities and areas
closing of places of amusement of assembly
Appendix A, Town of Minetto Article 2-B Kit, describes the requirements
for proclaiming a State of Emergency and promulgating Emergency
Orders.
Public Warning and Emergency Information
2.5.1
In order to implement public protective actions there should be a timely,
reliable and effective method to warn and inform the public.
2.5.2
Activation and implementation of public warning is an Operations section
responsibility.
2.5.3
Information and warnings to the public that a threatening condition is
imminent or exists can be accomplished by the following resources.
Though public warning may, in many cases, be implemented solely by onscene personnel, the use of the systems in (2.5.3.1), (2.5.3.2) and (2.5.3.3)
below require strict coordination with the Town of Minetto or Oswego
County EOC:
2.5.3.1 Emergency Alert System (EAS) - involves the use of the
broadcast media, including television and radio, to issue
emergency warnings. Request for activation can be made only by
the Oswego County Chairman of the Legislature or Oswego
County Emergency Management Office. (Attachment 3)
2.5.3.2 Hyper-Reach reverse telephone system - involves the use of
telephone calls originating from the Oswego County E-911
7
Rev. 05/2013
Communications Center using reverse 911 technology to inform
or warn people of an incident or emergency in their
neighborhood. Requires coordination with the E-911 Supervisor.
2.5.3.3 Emergency service with siren and/or public address capabilities Many law enforcement and fire vehicles in the Town are
equipped with siren and public address capabilities. These
vehicles may be available, in part, during an emergency for "route
alerting" of the public.
2.5.3.4 Door-to-door public warning can be accomplished in some
situations by the individual alerting of each residence/business in
a particular area. This can be undertaken by any designated group
such as police and fire, visiting each dwelling in the affected area
and relating the emergency information to the building occupants.
To achieve maximum effectiveness, the individual delivering the
warning message should be in official uniform.
2.5.4
Special institutions such as places of public assembly are encouraged to
obtain and use tone-activated receivers/monitors with the capability to
receive NOAA Weather Radio (NWR).
2.5.5
Special arrangements may be made for providing warning information to
the hearing impaired, and mobility impaired population groups.
2.5.6
The Public Information Officer, if established, or its function, a part of the
Command section, may, in coordination with on-scene Incident
Command:
2.5.6.1 establish and manage a Joint Information Center (JIC) from where
to respond to inquiries from the news media and coordinate all
official announcements and media briefings.
2.5.6.2 authenticate all sources of information being received and verify
accuracy
2.5.6.3 provide essential information and instructions, including the
appropriate protective actions to be taken by the public, to the
broadcast media and press
2.5.6.4 coordinate the release of all information with the key departments
and agencies involved both at the EOC and on-scene
2.5.6.5 check and control the spreading of rumors
8
Rev. 05/2013
2.5.6.6 arrange and approve interviews with the news media and press by
emergency personnel involved in the response operation
2.5.6.7 arrange any media tours of emergency sites
2.5.7
2.6
Restoring Public Services
2.6.1
2.7
The JIC may be established near the EOC or at any location where
information flow can be maintained, without interfering with emergency
operations.
The Operations section is responsible for ascertaining the emergency' s
effect on the infrastructure and the resultant impact on public services
including transportation, electric power, and telephone and ensuring that
restoration of services is accomplished without undue delay.
Resource Management
2.7.1
The Planning function is responsible for the identification and allocation
of additional resources needed to respond to the emergency situation.
2.7.2
Resources owned by the Town should be used first in responding to the
emergency.
2.7.3 All Town-owned resources are under the control of the Town Supervisor
during an emergency and can be utilized as necessary.
2. 8
2.7.4
Resources owned by other municipalities in and outside of the Town of
Minetto can be utilized upon agreement between the requesting and
offering government.
2.7.5
Resources owned privately cannot be commandeered or confiscated by
government during an emergency. However, purchases and leases of
privately owned resources can be expedited during an emergency. In
addition, it is not uncommon for the private sector to donate certain
resources in an emergency.
2.7.6
Resource identification and inventory are listed in Appendix B.
Standard Operating Guidelines
2.8.1
Each agency assigned responsibility under this Response portion of the
plan is required to have its own Standard Operating Guidelines (SOGs).
9
Rev. 05/2013
2.8.2
Each agency SOG is to be updated at least annually.
2.8.3
Copies of each SOG are retained within each agency.
2.8.4
Standard Operating Guidelines for the Town of Minetto Emergency
Operations Center are located in Attachment 2.
10
Rev. 05/2013
Figure 1
EOC Organizational Chart
EOC Manager
Town Supervisor
Public Information
Officer
Liaison
Officer
Safety
Officer
Finance
Section
Chief
Law
Enforcement
Planning
Section
Chief
Fire
Operations
Section
Chief
Medical/
EMS
Public
Works
Human
Services
11
School
Logistics
Section
Chief
Communications
RACES
Rev. 05/2013
TOWN OF MINETTO
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
SECTION III
ATTACHMENT 1
EMERGENCY OPERATIONS CENTER PLANNING FORMS
FORM A
REGISTRATION LOG
FORM B
EOC STAFFING FORM
FORM C
EVENT/MESSAGE LOG
FORM D
TELEPHONE NUMBER – RADIO ASSIGNMENT FORM
FORM E
SHELTER STATUS
FORM F
EVACUATION STATUS
Rev. 05/2013
NAME
EMERGENCY/DISASTER:
AGENCY/AFFILIATION
FORM A - REGISTRATION LOG
DATE:
ASSIGNED DUTY
TOWN OF MINETTO
EMERGENCY OPERATIONS CENTER
TIME
IN
TIME
OUT
AGENCY/POSITION
EMERGENCY/DISASTER:
SHIFT
TO
NAME(S)
SHIFT
TO
NAME(S)
DATE:
SHIFT
TO
NAME(S)
FORM B - EOC STAFFING FORM
TOWN OF MINETTO
EMERGENCY OPERATIONS CENTER
SHIFT
TO
NAME(S)
TOWN OF MINETTO
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
INSTRUCTIONS FOR USING FORM C
The purpose of Form C (Event/Message Log) is to provide agencies/departments who are
carrying out their emergency functions within the EOC, a record of their messages, telephone
calls, and activities impacting their emergency response.
Participating agencies/departments should use this form to provide shift personnel an update of
the agencies' activities during an on-going emergency. Completed forms should be kept in a
three ring binder provided at each EOC work station.
Upon EOC deactivation, each agency/department may make a copy of completed forms for
return to respective offices. All original logs should be submitted to the Town Supervisor.
RESULT:
SIGNATURE UPON COMPLETION:
AGENCY:
REFERRED TO:
MESSAGE:
CALLER:
CALLBACK NUMBER:
TIME: ___________
LOCATION:
RECEIVED BY:
DATE: __________
EVENT/MESSAGE LOG CLOSEOUT:
EMERGENCY /DISASTER:
FORM C - EVENT/MESSAGE LOG
EMERGENCY OPERATIONS CENTER
TOWN OF MINETTO
TOWN OF MINETTO
EMERGENCY OPERATIONS CENTER
FORM D - TELEPHONE NUMBER/RADIO ASSIGNMENT FORM
TOWN OF MINETTO
EMERGENCY OPERATIONS CENTER
FORM E -- SHELTER STATUS
DATE: __________
TIME: __________
PREPARED BY: ___________________________
SHELTER FACILITY
NAME
CAPACITY
# OF VACANCIES
OPEN/CLOSED
TOWN OF MINETTO
EMERGENCY OPERATIONS CENTER
FORM F -- EVACUATION STATUS
DATE: __________ TIME: __________ PREPARED BY: __________________________________________
EVACUATION STATUS
EVACUATED AREA/
ESTIMATED POPULATION
TRANSPORTATION
MODE
CAPACITY
SHELTER
DESTINATION
TIME
EVACUATED
TOWN OF MINETTO
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
SECTION III
ATTACHMENT 2
EMERGENCY OPERATIONS CENTER - STANDARD OPERATING GUIDELINE
1
Purpose
To provide an overview of the Town of Minetto Emergency Operations Center (EOC)
activation procedures, roles, and responsibilities
2
Introduction
The Town of Minetto EOC serves as an area for multiple agencies and departments to
coordinate emergency response and recovery activities. The Town Supervisor's Office is
responsible for maintaining the EOC in a state of readiness and for directing and
supervising its use during activation.
If activation of the EOC is determined necessary, the EOC Manager activates the EOC
under the authority of the Town Supervisor. The appropriate policy makers, operational
agencies and departments, and support staff are notified. Their representation in the EOC
is required to ensure efficient and effective emergency operations.
3
Activation Procedures (include but are not limited to):
3.1
Alert and notify appropriate policymakers, operational agencies and departments,
and support staff as circumstances warrant
3.2
Establish security at all entrances to the EOC as warranted
3.3
Activate necessary communications
3.4
Continue to monitor the emergency situation
3.5
Notify the Public Information Officer and establish and designate a briefing area
for the media
3.6
Determine the need for a Declaration of Emergency
3.7
Determine the need for and establish a phone bank
3.8
Identify and activate computer capabilities and use
1
Rev. 05/2013
4
Roles and Responsibilities of EOC Personnel
4.1
4.2
EOC Manager's duties include but are not limited to:
4.1.1
Upon direction of the Town Supervisor, activate the EOC
4.1.2
Alert and assemble essential departments and agencies
4.1.3
Provide necessary status reports to the Town Supervisor and arrange
briefing sessions to keep EOC staff informed of administrative decisions
4.1.4
Ensure that roles, responsibilities, standard operating guidelines and
emergency plans are implemented
4.1.5
Coordinate with the Town Supervisor for a Declaration of a State of
Emergency, if needed
4.1.6
Activate the damage assessment team for timely determinations
4.1.7
Establish an EOC staffing pattern schedule for two 122 hour shifts if
necessary
4.1.8
Provide direction to the Operations Section Chief as needed
4.1.9
Provide Public Information Officer with current status reports
Operations Section Chief (some or all of the following responsibilities may be
assigned to EOC Manager)
4.2.1
Assist the EOC Manager as needed
4.2.2
Provide the Town Supervisor with briefing and updates of emergency
operations
4.2.3
Maintain control of overall operations within the EOC
4.2. 4 Ensure that accurate records and statistics are maintained during activation
4.2.5
Assist the Town Supervisor in providing briefing sessions for the
operational and support staff
4.2.6
Provide clearance of personnel for access to the EOC and the Incident
Command Post at the scene (if established)
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Rev. 05/2013
4.2.7
Provide EOC support staff with assistance and direction
4.2.8
Direct the organization and arrangement of equipment in the EOC to
ensure efficient operations
4.2.9
Establish a phone bank if deemed necessary by the EOC Manager
4.2.10 Assign EOC phone numbers (Form D) and track personnel shift
assignments (Form B)
4.3
Public Information Officer (as appointed by the Town Supervisor)
4.3.1
Maintain a briefing room and work space that are separate from the EOC
4.3.2
Act as liaison between media and the EOC
4.3.3
Attend situation briefings in the EOC
4.3.4 Keep in close contact with the Town Supervisor and/or EOC Manager
4.3.5
4.4
If appropriate, conduct media briefings and arrange for appropriate
interviews
Logistics Section Chief
4.4.1
Coordinate requests for resources with appropriate agencies and support
staff
4.4.2
Review and screen volunteer applications as necessary
4.4.3
Provide operations and support staff with sufficient supplies and
equipment
4.4.4
Arrange for the use of audio and visual aids
4.4.5
Coordinate the operation of the EOC kitchen activities, food deliveries and
distribution
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Rev. 05/2013
4.5
Finance/Admin Section Chief
4.5.1
4.6
4.7
4.8
Keep track of incident related costs including:
- personnel costs
- equipment records (type and use of equipment)
- administration of contracts
Planning Section Chief
4.6.1
Maintain resources status
4.6.2
Maintain and display situation status
4.6.3
Prepare the incident action plan
4.6.4
Prepare the demobilization plan
4.6.5
Anticipate potential problems and events
Communications Coordinator
4.7.1
Calculate the number of staff needed to carry out adequate radio
communications
4.7.2
Assist in the notification of emergency personnel
4.7.3
Assist communications staff with proper use of message keeping
4.7.4
Maintain portable radio equipment use inventory
4.7.5
Assist radio operators with mechanical and technical problems
4.7.6
Coordinate use and maintenance of equipment in the EOC
4.7.7
Coordinate with Director of Emergency Management Office for the
dispatch of RACES
Operational Agencies/Departments
4.8.1
Implement their specific agency response activities at the EOC
4.8.2
Coordinate agency activities and information with other agency
representatives, EOC Manager and the Operations Section Chief
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Rev. 05/2013
4.9
4.8.3
Ensure agency personnel are informed of EOC procedures
4.8.4
Provide agency personnel for relief/shift duty. Shift and personnel changes
are coordinated through the Operations Section Chief
4.8.5
Maintain a message/activity log for their agency or department while
carrying out their functions in the EOC (Form C)
Security (only if necessary)
4.9.1 Control access to the EOC
4.9.2 Ensure proper identification is displayed for access
4.9.3 Report security problems to the Operations Section Chief
4.9.4 Maintain EOC registration records
4.10
Support Staff
4.10.1 Computer Coordinator
4.10.1.1
Coordinate appropriate equipment from current inventory
or outside locations
4.10.1.2
Advise the EOC Manager of the EOC computer use and
capabilities
4.10.1.3
Help develop a system to track/group accumulated data and
record information concerning the emergency situation
4.10.1.1
Maintain and control access to computer equipment
4.10.2 Clerical Personnel
4.10.2.1
Provide general clerical support in the EOC
5
Rev. 05/2013
TOWN OF MINETTO
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
SECTION III
ATTACHMENT 3
ACTIVATION OF EMERGENCY ALERT SYSTEM
The Oswego County Emergency Alert System broadcasts a 2-minute warning message to
the public on participating Oswego County and Syracuse area radio and television
stations and cable systems. It may be activated to alert the public of wide-scale
emergencies such as floods, tornadoes, power outages, civil disorders, nuclear power
plant accidents, toxic leaks, or other events that pose a danger to life or property.
Oswego County government has established procedures through the Emergency
Management Office for activation of EAS. Participation in the local system is completely
voluntary on the part of the broadcast media.
The responsibility for activation of the Oswego County EAS rests on the Chairman of the
Oswego County Legislature. Requests to broadcast an emergency message may be made
to the Director of the Oswego County Emergency Management Office by calling 911 and
requesting the director to be contacted. The director will confer with the Chairman of the
Legislature to determine appropriateness of the request. If deemed appropriate, activation
of EAS will be made by an EAS activator designated by the Emergency Management
Office.
In the event activation of EAS is not warranted, individual requests can be made to the
stations participating in the program to broadcast important emergency information. A
media list is included in Appendix E.
Rev. 05/2013
TOWN OF MINETTO
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
SECTION III
ATTACHMENT 4
After Action Report
Emergency Action Plan Evaluation Form
Facility/Agency:
Date:
/
/
Time:
Emergency Type
Fire:
Radiological:
Public Health/Medical Emergency:
Haz-Mat:
Terrorism:
Power Failure:
Other:
Duration of emergency:
List any problems encountered during the emergency:
List any recommendations for improvement to the Plan:
Signature:
Date: ____/ ____/____
TOWN OF MINETTO
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
SECTION IV
RECOVERY
1
Damage Assessment
1.1
After a disaster/emergency, the Town of Minetto will participate in damage
assessment activities. If appropriate, the Town will coordinate its activities with
Oswego County's assessment activities.
1.2
Pre-emergency assessment activities may include:
1.3
1.4
1.2.1
identifying Town agencies, personnel, and resources to assist and support
damage assessment activities
1.2.2
identifying non-governmental groups such as non-profit organizations,
trade organizations and professional people that could provide damage
assessment assistance
1.2.3
fostering agreements between Town government and the private sector for
technical support
Emergency assessment activities will include:
1.3.1
obtaining and maintaining documents, maps, photos and video tapes of
damage
1.3.2
reviewing procedures and forms for reporting damage to higher levels of
government
Post-emergency assessment may include (any or all of the following activities
may be implemented by Oswego County in coordination with New York State):
1.4.1
selecting personnel to participate in damage assessment teams
1.4.2
arranging for training of selected personnel in damage assessment
techniques
1.4.3
identifying and prioritizing areas to survey damage
1
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1.4.4
assigning survey teams to selected areas
1.4.5
completing damage assessment reports and maintaining records of the
reports
1.4.6
submitting damage reports to the New York State Office of Emergency
Management for further review and processing
1.5
Town, County and State Assessment Teams will consist primarily of local
government employees, such as public works staff, building inspectors, assessors,
and members of non-profit organizations such as the American Red Cross and the
Salvation Army. When necessary, non-governmental personnel from the fields of
engineering, construction, insurance, and related fields may supplement the teams.
1.6
Types of Damage Assessment Teams include:
1.6.1
infrastructure teams assess damage to public property and the
infrastructure
1.6.2
individual assistance teams assess impact on individuals and families
1.7
Personnel from Town and County departments and agencies who are assigned
damage assessment responsibilities will remain under the control of their own
departments, but will function under the supervision of a Damage Assessment
Officer assigned during emergency conditions and resident in the Emergency
Operations Center.
1.8
The Damage Assessment Officer (assigned, as appropriate, at the time of the
specific emergency/disaster) will maintain information on:
1.8.1
destroyed property
1.8.2
property sustaining minor damage for the following categories:
1.8.2.1 damage to private property in dollar loss to the extent not covered
by insurance:
homes
businesses
industries
utilities
hospitals, institutions
private schools
1.8.2.2 damage to public property in dollar loss to the extent not covered
2
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by insurance:
-
road systems
bridges
water control facilities
public buildings, equipment, vehicles
publicly-owned utilities
parks and recreation facilities
1.8.3
Cost in dollar value will be calculated for individual assistance in the areas
of mass care, housing, and individual family grants.
1.8.4
Debris clearance and protective measures, such as pumping, sandbagging,
construction of warning signs and barricades, etc.
1.8.5
Financing overtime and labor required for emergency operations.
1.9
NYS Office of Emergency Management "Damage Assessment Guidance", with
appropriate forms, is available from the Oswego County Emergency Management
Office.
1.10
Whenever a State or Federal disaster is declared, the Oswego County Chairman of
the Legislature, through the Director of Emergency Management, will submit
appropriate damage assessment reports to the NYS Office of Emergency
Management. This is required for establishing the eligibility for any State and/or
Federal assistance.
1.11
It is essential that, from the outset of emergency response actions, Town response
personnel keep detailed records of expenditures for:
-
labor used
use of own equipment
use of borrowed or rented equipment
use of materials from existing inventory
contracted services for emergency response
1.11.1 Forms for collecting this information are contained in NYS-OEM’s
"Public Assistance Handbook of Policies and Guidelines for Applicants",
obtainable from the Emergency Management Office.
1.11.2 The Director of Emergency Management will advise the CEO to maintain
detailed records of emergency expenditures, and supply them with
standard documentation forms.
3
Rev. 05/2013
1.12
During a State or Federally declared emergency the County's Director of
Emergency Management will:
1.12.1 attend public assistance applicant briefings conducted by Federal and State
emergency officials
1.12.2 review NYS-OEM's disaster assessment guidance
1.12.3 obtain, if possible, maps showing disaster locations documented with
photos and video tapes
1.12.4 facilitate the preparation and submission of Notice of Interest in applying
for Federal disaster assistance
1.12.5 assign local representative(s) who will accompany the Federal survey
team(s)
1.12.6 maintain summary of damage suffered and recovery actions taken
2
Planning for Recovery
2.1
Recovery includes community development and redevelopment.
2.2
Comprehensive community development plans are officially adopted by local
government as the official policy for development of the community.
2.3
The Town has public and political support for land use planning with the
corresponding plan implementing tools such as local laws, building codes, etc.
Therefore, the Town has disaster prevention and mitigation capability by applying
these methods successfully.
2.4
The Town decides whether the recovery will be managed through existing
organizations with planning and coordinating skills or by a recovery task force
created exclusively for this purpose.
2.5
If deemed necessary, a recovery task force will direct the recovery with the
assistance of County departments and agencies coordinated by the Director of
Emergency Management.
2.6
If necessary, a local recovery and redevelopment plan will be prepared. This plan
may include:
-
replacement, reconstruction, removal, relocation of
damaged/destroyed infrastructures, buildings
4
Rev. 05/2013
-
3
establishments of priorities of repairs to facilities, buildings and
infrastructures
economic recovery and community development
new or amended building and sanitary codes
2.7
Recovery and redevelopment plan will account for and incorporate to the extent
appropriate, relevant existing plans and policies.
2.8
Prevention and mitigation measures should be included into all recovery planning
when possible.
2.9
If the Governor declares a State of Emergency Disaster, the Town has the
following responsibilities:
2.9.1
The Town will prepare a local recovery and redevelopment plan, unless
the legislative body of the Town determines such a plan be unnecessary or
impractical.
2.9.2
Within 15 days after Declaration of State of Disaster, the Town shall
report to the State Disaster Preparedness Commission through NYS-OEM,
whether the preparation of recovery and redevelopment plan has been
started, and, if not, the reasons for not preparing the plan.
2.9.3
The proposed plan shall be presented at a public hearing upon five days
notice, published in the newspaper of general circulation in the area
affected and transmitted to the radio and television media for publication
and broadcast. The local recovery and redevelopment plan shall be
prepared within 45 days after the Declaration of the State Disaster and
shall be transmitted to the DPC. The DPC shall provide its comments on
the plan within 10 days after receiving the plan.
2.9.4
A plan shall be adopted by the Town within 10 days after receiving the
comments for the DPC.
2.9.5
The adopted plan may be amended at any time in the same manner as
originally prepared, revised and adopted. The plan will be the official
policy of recovery and redevelopment within the Town.
Reconstruction
3.1
Reconstruction consists of two phases:
3.1.1
Phase One - short term reconstruction to return vital life support systems
5
Rev. 05/2013
to minimum operating standards
3.1.2
3.2
Phase Two - long term reconstruction and development which may
continue for years after the disaster and will implement the officially
adopted plans, policies and programs for redevelopment
Long term reconstruction and recovery includes activities such as:
-
4
scheduling planning for redevelopment
analyzing existing State and Federal programs to determine how
they may be modified or applied to reconstruction
conducting of public meetings and hearings
providing temporary housing and facilities
public assistance
coordinating State/Federal recovery assistance
monitoring of reconstruction process
preparation of periodic progress reports to be submitted to NYSOEM through the County's Emergency Management Office
3.3
Reconstruction operations must conform to existing State/Federal laws and
regulations concerning environmental impact.
3.4
Reconstruction operations in and around designated historical sites must conform
to existing State and FEMA guidelines.
Public Information on Recovery Assistance
4.1
The Oswego County Public Information Officer is responsible for making
arrangements within the broadcast media and press to obtain their cooperation and
adequately report to the public on:
-
4.2
what kind of emergency assistance is available to the public
who provides the assistance
who is eligible for assistance
what kinds of records are needed to document items which are
damaged or destroyed by the disaster
what actions are required to apply for assistance
where to apply for assistance
The following types of assistance may be available:
-
foods stamps (regular and/or emergency)
temporary housing (rental, mobile home, motel)
unemployment and job placement
6
Rev. 05/2013
4.3
Veterans' benefits
Social Security benefits
disaster and emergency loans (Small Business Administration)
individual grants
legal assistance
As appropriate, all of the above information should be prepared jointly by the
Federal, State, County and Town public information officers and furnished to the
media for reporting to the public.
7
Rev. 05/2013
TOWN OF MINETTO
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
APPENDIX A
TOWN OF MINETTO ARTICLE 2-B KITS
The Town of Minetto Article 2-B Kits are located In the Town Supervisor’s Office and
The Town Clerk’s Office
Rev. 05/2013
TOWN OF MINETTO
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
APPENDIX B
COUNTY/TOWN RESOURCES
Resources for:
County Highway Department
Fire Coordinator’s Office
Oswego County Sheriff’s Department
Oswego County Emergency Management
are on file with the respective County Departments
1
Rev. 05/2013
TOWN OF MINETTO
-
Town Hall with capacity for 50 people
Kitchen facilities equipped with refrigerator, sink and stove
Telephones, 3 computers, printers, copy machine, fax machine
-
Grasshopper Lawn Mower
Work Trailer
Motorola Base Station/11 hand-held radios
Hammer knife mower
3 Oshkosh plows/sander/dump
2 John Deere loaders
2 Kabota tractor w/ snowblower & sweeper(sewer and highway depts.)
Bandit chipper
Gradeall
Misc. tools & equipment
Ford dump
Chevy dump
Kioti tractor w/snowblower/mower/backhoe/loader & attachments
Lincoln Ranger 8 welder generator
Oshkosh dump w/plow/sander
Pelican street sweeper
Mower
Utility trailer
TOWN OF MINETTO HIGHWAY DEPARTMENT
MINETTO FIRE DEPARTMENT
-
1 Seagrave rescue pumper
1 E-One 78’ ladder truck
1 F-450 rescue truck
1 F-350 utility truck
1 16’ special operations trailer 2 w/diving equipment
1 21’ Ribcraft rescue boat
1 45 kw standby generator
2
Rev. 05/2013
TOWN OF MINETTO
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
APPENDIX C
EVACUATION ROUTE MAPS
Rev. 05/2013
TOWN OF MINETTO
Rev. 05/2013
TOWN OF MINETTO
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
APPENDIX D
EMERGENCY TELEPHONE LIST
1
Rev. 05/2013
TOWN OF MINETTO EMERGENCY CONTACTS
TOWN OFFICIALS
Minetto Town Hall
6 Community Drive, Minetto
343-2393
fax
342-4421
Supervisor
Deputy Supervisor/Board member
Board member
Board member
Board member
Town Clerk
343-2393
Bookkeper/Office Manager
343-2393
Highway Superintendent
343-0217
Code Enforcement
343-2393
Assessor
342-3821
Justice Office
326-0030
Justice Office
326-0030
Court Clerk
326-0030
Town Constable
343-2393
Animal Control Officer
592-8601
Water Pollution Control
343-5189
WPC Assistant
343-5189
William C. Dodds III
Michelle Smith
Andrew (Joe) Wallace
David Domicolo
Dominick Yacco
Jennifer Allen
Donna Keating
James Sharky
Jim Basile
Martin Webster
Kenneth Auyer
Richard Ferguson
Donna Auyer
Carl Sanders
David Dunn
Dennis Lewis
James Sharkey
FIRE DEPARTMENT
Minetto Fire Department
343-7566
349-8501
911
592-4145
911
LAW ENFORCEMENT
Oswego County Sheriff’s Department
Desk
Reuel Todd
Sheriff
Eugene Sullivan
Undersheriff
349-3411
349-3304
349-3304
911
New York State Police
Fulton Substation
Hastings Substation
298-5161
593-6194
676-2214
Joe Smegelsky
Al Heath
Tim Smegelsky
Station:
Through 911 Dispatch:
Chief
Assistant Chief
Deputy Chief
AMBULANCE
Oswego County Ambulance Service (Menter’s)
404 Ontario St., Fulton NY 13069
2
911
Rev. 05/2013
US Border Patrol Oswego Station
Fax
US Coast Guard
New York National Guard
OSWEGO COUNTY
Emergency Management
Dale A. Currier,Director
Fax
Emergency Operation Center (EOC)
911 Center
Michael Allen, Director
Fire Coordinator’s Office/ERTC
Don Forbes, Fire Coordinator
Health Department
Jiancheng Huang, Director
Social Services Department
Greg Heffner, Commissioner
Highway Department
Kurt Ospelt, Superintendent
Legislator, 19th District
Daniel Chalifoux
342-7017
342-7639
343-1551
886-9397
591-9150
591-9176
591-9150
349-8515
911
349-8800
911
911
349-3545
963-5000
349-8331
NEW YORK STATE
Governor’s Office
Andrew Cuomo, Governor
Department of Homeland Security & Emergency Services
Department of Environmental Conservation
24-hour dispatch center
Zone 1 – Lt. James Retmeir
DEC ECO Zone 1 – Mark Harger
Department of Transportation
Region 3 Director – Carl F. Ford
Oswego Residency – Thomas Cory
NYS Thruway – Syracuse Headquarters
Canal Corporation – Syracuse
Canal Lock 5, Minetto
EMERGENCY AGENCIES
Central New York Chapter American Red Cross
Oswego Bureau
3
518/474-8390
518/242-5000
877/457-5680
877/457-5680
383-1766
428-4351
963-3730
438-2300
438-2303
343-5232
234-2200
343-0967
Rev. 05/2013
UTILITIES
National Grid
Power Outage:
Gas Emergency:
Time Warner
Verizon
800-867-5222
800-892-2345
866/668-6044
890-6611
890-7711
Residential
Business
SCHOOL DISTRICTS/BUSES
Oswego City School District
Superintendent – William Crist
341-2001
Fax 341-2910
341-2900
341-2600
Fax 341-2960
343-2828
342-4400
598-4713
Transportation Supervisor
Minetto Elementary School
A&E Transport
Centro Bus, Oswego
OCO, Inc. Transportation
HOSPITALS
Oswego Hospital, 110 W. Sixth St., Oswego, 13126
Switchboard
349-5511
Emergency Department
349-5522
Urgent Care, Fulton
592-3500
GAS STATIONS
Stewart’s, Route 48
Kim May, Manager
297-6805
GAS – PROPANE
Amerigas, Minetto
Glider Oil Company, Oswego
343-7517
343-2991
ANIMAL SHELTERS
Oswego County
Humane Society
265 W. 1st St., Oswego 13126
207-1070
Oswego Animal
Shelter
621 E. Seneca St., Oswego 13126
343-1803
SPCA
5878 E. Molloy Rd., Mattydale
454-4479
4
Rev. 05/2013
TOWN OF MINETTO
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
APPENDIX E
NEWS MEDIA DIRECTORY
TOWN OF MINETTO
News Media Directory
Oswego County Emergency Management Office
Area Code: 315 unless otherwise noted
Media Outlet - RADIO
Contact numbers
474-6397
if no answer:
472-8776
Fax: 472-1904
WSYR – 570 AM
WYYY 94.5 FM
WBBS 104.7 FM
WHEN 620 AM
WWHT 107.9 FM
www.570wsyr.com
24 hours manned
newsroom
EAS Local Primary
[email protected]
312-3232
Fax: 312-3174
Business:
312-3960
24 hours (partially
automated)
[email protected]
99.5/105.5 FM
http://tk99.net/
http://www.galaxyco
mmunications.com/
472-9111 Business
424-8599 Studio line
Fax: 472-1888
Media Outlet - OTHER
Oswego County Today
www.oswegocountytoday.com
online media outlet
Joel Delmonico: General Manager
Lanigan Hall
SUNY Oswego
Oswego, NY 13126
Jeff Windsor: Chief Engineer
Catherine Loper, News Director
Galaxy Communications
235 Walton St.
Syracuse, NY 13202
Program Director: Ted Bradford
[email protected]
Contact numbers
593-2510
FAX: 593-2515
Contact Info
110 Cayuga Street
Fulton, NY 13069
[email protected]
Steve Yablonski: Oswego
Bureau
471-6471
Associated Press
Syracuse Region
Clear Channel
Communications
500 Plum Street Suite 100
Syracuse, NY 13204
Business: 472-9797
WRVO FM 90
www.wrvo.fm
WTKV – TK99
Contact Info
rolls to Albany if Syr. closed
FAX: 475-9819
www.ap.org
1-800-243-375 Washington, DC
for radio interviews
1 Clinton Square
PO Box 4915
Syracuse, NY 13221
645 Albany Shaker Road
Colonie, NY 12211
wire service
2
Rev. 05/2013
Media Outlet – TV NEWS
YNN
Time Warner Cable Channel
10
Contact Numbers
234-1010 – press 2
toll free: 1-800-463-9710
Fax: 634-4270
Fax toll-free: 1-800-634-4270
www.ynn.com
www.centralny.ynn.com
24 hour cable news station
WSYR NewsChannel 9
www.9wsyr.com
[email protected]
446-9900
news tips line
Fax: 446-9283
Business: 446-9999
Contact Info
815 Erie Blvd. East
Syracuse, NY
13210
Ron Lombard, General
Manager
Steve Osterhaus, Assistant
News Director
(anchor desk is in Albany)
5904 Bridge Street
East Syracuse, NY
13057
[email protected]
WSTM Channel 3
WTVH Channel 5
WSTQ Channel 6
477-9449
News
Assignment: 477-9446
477-9440
Fax: 474-5122
Business: 474-5000
1030 James Street
Syracuse, NY
13203
www.cnycentral.com
[email protected]
Media Outlet - PRINT
Syracuse Newspapers
www.syracuse.com/news
daily – regional
Contact Numbers
472-2207
Oswego County Bureau
Fax: 470-6001
Contact Info
Bureau Chief: Dan Padovano
PO Box 4915
Syracuse, NY 13221
[email protected]
[email protected]
City Desk: 470-2265
fax: 470-3081
343-3800
Fax: 343-0273
The Palladium Times
140 W. First Street
Oswego, NY 13126
www.pall-times.com
[email protected]
daily – Oswego City
598-6397
Fax: 598-6618
The Valley News
www.valleynewsonline.com
twice-weekly – Fulton, southern Oswego
County
[email protected]
3
Jon Spaulding, Publisher
Sara McCrobie: Managing
Editor
Fulton Newspapers
67 S. Second St.
Fulton, NY 13069
Loren Colburn: Publisher
Tom Cuskey, Associate
Publisher
Andy Henderson: Managing
Editor
Rev. 05/2013
TOWN OF MINETTO
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
APPENDIX F
Glossary
1
Rev. 05/2013
Agency
A division of government with a specific function offering a
particular kind of assistance. In ICS, agencies are defined either
as jurisdictional (having statutory responsibility for incident
management) or as assisting or cooperating (providing resources
or other assistance).
Agency Representative
A person assigned by a primary, assisting, or cooperating state,
local, or tribal government agency or private entity that has been
delegated authority to make decisions affecting that agency’s or
organization’s participation in incident management activities
following appropriate consultation with the leadership of that
agency.
Area Command
(Unified Area Command)
An organization established (1) to oversee the management of
multiple incidents that are each being handled by an ICS
organization or (2) to oversee the management of large or
multiple incidents to which several Incident Management Teams
have been assigned. Area Command has the responsibility to set
overall strategy and priorities, allocate critical resources
according to priorities, ensure that incidents are properly
managed, and ensure that objectives are met and strategies
followed. Area Command becomes Unified Area Command
when incidents are multi-jurisdictional. Area Command may be
established at an emergency operations center facility or at some
location other than an incident command post.
Assessment
The evaluation and interpretation of measurements and other
information to provide a basis for decision-making.
Assignments
Tasks given to resources to perform within a given operational
period that are based on operation objectives defined in the IAP.
Assistant
Title for subordinates of principal Command Staff positions.
The title indicates a level of technical capability, qualifications,
and responsibility subordinate to the primary positions.
Assistants may also be assigned to unit leaders.
Assisting Agency
An agency or organization providing personnel, services, or
other resources to the agency with direct responsibility for
incident management. See also Supporting Agency.
Available Resources
Resources assigned to an incident, checked in, and available for
a mission assignment, normally located in a Staging Area.
Branch
The organizational level having functional or geographical
responsibility for major aspects of incident operations. A branch
is organizationally situated between the section and the division
or group in the Operations Section, and between the section and
units in the Logistics Section. Branches are identified by the use
of Roman numerals or by functional area.
Comprehensive Emergency
Management Plan (CEMP)
The CEMP establishes uniform policy and procedures for the
effective coordination of response, recovery, and mitigation to
natural, technological, and man-made disasters.
County Warning Point
Is the location that the State will contact in the case of an
emergency. The 24-hour County Warning Point is operated
2
Rev. 05/2013
through the Oswego County Emergency Communications
Center (ECC) in Oswego, NY.
Check-In
The process through which resources first report to an incident.
Check-in locations include the incident command post, Resources Unit,
incident base, camps, staging areas, or directly
on the site.
Chief
The ICS title for individuals responsible for management of
functional sections: Operations, Planning, Logistics,
Finance/Administration, and Intelligence (if established as a
separate section).
Command
The act of directing, ordering, or controlling by virtue of explicit
statutory, regulatory, or delegated authority.
Command Staff
In an incident management organization, the Command Staff
consists of the Incident Command and the special staff positions
of Public Information Office, Safety Officer, Liaison Officer,
and other positions as required, who report directly to the
Incident Commander. They may have an assistant or assistants,
as needed.
Common Operating Picture
A broad view of the overall situation as reflected by situation
reports, aerial photography, and other information or
intelligence.
Communications Unit
An organizational unit in the Logistics Section responsible for
providing communication services at an incident or an EOC. A
Communications Unit may also be a facility (e.g., a trailer or
mobile van) used to support an Incident Communications Center.
Cooperating Agency
An agency supplying assistance other than direct operational or
support functions or resources to the incident management effort.
Coordinate
To advance systematically an analysis and exchange of
information among principals who have or may have a need to
know certain information to carry out specific incident
management responsibilities.
Deputy
A fully qualified individual who, in the absence of a superior,
can be delegated the authority to manage a functional operation
or perform a specific task. In some cases, a deputy can act as
relief for a superior and, therefore, must be fully qualified in the
position. Deputies can be assigned to the Incident Commander,
General Staff, and Branch Directors.
Disaster Recovery Center
(DRC)
Locations set-up for victims to apply for State and Federal
assistance programs for which they may be eligible.
Disaster Field Office
(DOF)
Is established in or near the designated area to support State and
Federal response and recovery operations. The DFO houses the
Federal Coordinating Officer (FCO) and the Emergency Response
Team (ERT), and where possible, the State Coordinating Officer (SCO)
and support staff.
Dispatch
The ordered movement of a resource or resources to an assigned operational
mission or an administrative move from one location to another.
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Distribution Centers
Locations where in-kind donations of food, water, and other supplies
received from the Resource Staging Centers will be distributed to residents.
Distribution Centers may be located in parking lots or open fields in the
disaster area, as close to victims as possible.
Division
The partition of an incident into geographical areas of operation. Divisions
are established when the number of resources exceeds the manageable span
of control of the Operations Chief. A division is located within the ICS
organization between the branch and resources in the Operations Section.
Emergency
Absent a Presidentially declared emergency, any incident(s), human-caused
or natural, that requires responsive action to protect life or property. Under
the Robert T. Stafford Disaster Relief and Emergency Assistance Act, an
emergency means any occasion or instance for which, in the determination
of the President, Federal assistance is needed to supplement State and local
efforts and capabilities to save lives and to protect property and public
health and safety, or to lessen or avert the threat of a catastrophe in any part
of the United States.
Emergency Operations
Centers (EOCs)
The physical location at which the coordination of information and
resources to support domestic incident management activities normally
takes place. An EOC may be a temporary facility or may be located in a
more central or permanently established facility, perhaps at a high level of
organization within a jurisdiction. EOCs may be organized by major
functional disciplines (e.g., fire, law enforcement, and medical services), by
jurisdiction (e.g., Federal, State, regional, county, city, tribal), or some
combination thereof.
Emergency Operations Plan
(EOP)
The “steady-state” plan maintained by various jurisdictional levels for
responding to a wide variety of potential hazards.
Emergency Public Information
Information that is disseminated primarily in anticipation of an emergency
or during an emergency. In addition to providing situational information to
the public, it also frequently provides directive actions required to be taken
by the general public.
Emergency Response Provider
Includes state, local, and tribal emergency public safety, law enforcement,
emergency response, emergency medical (including hospital emergency
facilities), and related personnel, agencies and authorities. See Section 2
(6), Homeland Security Act of 2002, Pub. L. 107-296, 116 Stat. 2135
(2002). Also know as Emergency Responder.
Evacuation
Organized, phased, and supervised withdrawal, dispersal, or removal of
civilians from dangerous or potentially dangerous areas, and their reception
and care in safe areas.
Event
A planned, non-emergency activity. ICS can be used as the management
system for a wide range of events, e.g., parades, concerts, or sporting
events.
Federal
Of or pertaining to the Federal Government of the United States of
America.
General Staff
A group of incident management personnel organized according to function
and reporting to the Incident Commander. The General Staff normally
consists of the Operations Section Chief, Planning Section Chief, Logistics
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Section Chief, and Finance/Administration Section Chief.
Group
Established to divide the incident management structure into functional
areas of operation. Groups are composed of resources assembled to
perform a special function not necessarily within a single geographic
division. Groups, when activated, are located between branches and
resources in the Operations Section. (see Division.)
Incident
An occurrence or event, natural or human-caused, that requires an
emergency response to protect life or property. Incidents can, for example,
include major disasters, emergencies, terrorist attacks, terrorist threats,
wild-land and urban fires, floods, hazardous materials spills, nuclear
accidents, aircraft accidents, earthquakes, hurricanes, tornadoes, tropical
storms, war-related disasters, public health and medical emergencies, and
other occurrences requiring an emergency response.
Incident Action Plan
(IAP)
An oral or written plan containing general objectives reflecting the overall
strategy for managing an incident. It may include the identification of
operation resources and assignments. It may also include attachments that
provide direction and important information for management of the incident
during one or more operational periods.
Incident Command Post
(ICP)
The field location at which the primary tactical-level, on-scene incident
command functions are performed. The ICP may be collocated with the
incident base or other incident facilities and is normally identified by a
green rotating or flashing light.
Incident Command System
(ICS)
A standardized on-scene emergency management construct specifically
designed to provide for the adoption of an integrated organizational
structure that reflects the complexity and demands of single or multiple
incidents, without being hindered by jurisdictional boundaries. ICS is the
combination of facilities, equipment, personnel, procedures, and
communications operating within a common organizational structure, designed
to aid in the management of resources during incidents. It is used for all kinds
of emergencies and is applicable to small as well as large and complex incidents.
ICS is used by various jurisdictions and functional agencies, both public and
private, to organize field-level incident management operations.
Incident Commander (IC)
The individual responsible for all incident activities, including the
development of strategies and tactics, the ordering and the release of
resource. The IC has overall authority and responsibility for conducting
incident operations and is responsible for the management of all incident
operations at the incident site.
Incident Management Team
The IC and appropriate Command General Staff personnel assigned to an (IMT)
incident.
Incident Objectives
Initial Action
Statements of guidance and direction necessary for selecting appropriate
strategy(s) and the tactical direction of resources. Incident objectives are
based on realistic expectations of what can be accomplished when all
allocated resources have been effectively deployed. Incident objectives
must be achievable and measurable, yet flexible enough to allow strategic
and tactical alternatives.
The actions taken by those responders first to arrive at an incident site.
Initial Response
Resources initially committed to an incident.
Intelligence Officer
The intelligence officer is responsible for managing internal information,
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intelligence, and operational security requirements supporting incident
management activities. These may include information security and
operational security activities, as well as the complex task of ensuring that
sensitive information of all types (e.g., classified information, law
enforcement sensitive information, proprietary information, or exportcontrolled information) is handled in a way that not only safeguards the
information, but also ensures that it gets to those who need access to it to
perform their missions effectively and safely.
Joint Information Center
(JIC)
A facility established to coordinate all incident-related public information
activities. It is the central point of contact for all news media at the scene of
the incident. Public information officials from all participating agencies
should collocate at the JIC.
Joint Information System
(JIS)
Integrates incident information and public affairs into a cohesive
organization designed to provide consistent, coordinated, timely
information during crisis or incident operations. The mission of the JIS is
to provide a structure and system for developing and delivering coordinated
interagency messages; developing, recommending, and executing public
information plans and strategies on behalf of the IC; advising the IC
concerning public affairs issues that could affect a response effort; and
controlling rumors and inaccurate information that could undermine public
confidence in the emergency response effort.
Liaison
A form of communication for establishing and maintaining mutual
understanding and cooperation.
Liaison Officer (LNO)
A member of the command Staff responsible for coordinating with
representatives from cooperating and assisting agencies.
Local Government
A county, municipality, city, town, township, local public authority, school
district, special district, intrastate district, council of governments
(regardless of whether the council of governments is incorporated as a
nonprofit corporation under State law), regional or interstate government
entity, or agency or instrumentality of a local government; an Indian tribe or
authorized tribal organization, or in Alaska a Native village or Alaska
Regional Native Corporation; a rural community, unincorporated town or
village, or other public entity. See Section 2 (10), Homeland Security Act
of 2002, Pub. L. 107-296, 116 Stat. 2135 (2002)
Local State of Emergency
May be declared by the County Chairman or the County Administrator
(when authorized), when normal community functions are, or may be severely
disrupted, Oswego County requires outside assistance, or as deemed necessary.
Logistics
Providing resources and other service to support incident management.
Logistics Section
The section responsible for providing facilities, services, and material
support for the incident.
Major Disaster
As defined under the Robert T. Stafford Disaster Relief and Emergency
Assistance Act (42 U.S.C. 5122), a major disaster is any natural catastrophe
(including any hurricane, tornado, storm, high water, wind-driven water, tidal
wave, tsunami, earthquake,volcanic eruption, landslide, mudslide, snowstorm, or
which in the determination of the President causes damage of sufficient severity
and magnitude to warrant major disaster assistance under the Act to supplement
the efforts and available resources of States, tribes, local governments, and
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disaster relief organizations in alleviating the damage, loss, hardship, or
suffering caused thereby.
Management by Objective
A management approach that involves a four-step process for achieving the
incident goal. The Management by Objectives approach includes the
following: establishing overarching objectives; developing and issuing
assignments, plans, procedures, and protocols; establishing specific,
measurable objectives for various incident management functional activities
and directing efforts to fulfill them, in support of defined strategic
objectives; and documenting results to measure performance and facilitate
corrective action.
Mitigation
The activities designed to reduce or eliminate risks to persons or property or
to lessen the actual or potential effects or consequences of an incident.
Mitigation measures may be implemented prior to, during, or after an
incident. Mitigation measures are often informed by lessons learned from
prior incidents. Mitigation involves ongoing actions to reduce exposure to,
probability of, or potential loss from hazards. Measures may include zoning
and building codes, floodplain buyouts, and analysis of hazard-related data
to determine where it is safe to build or locate temporary facilities.
Mitigation can include efforts to educated governments, businesses, and the
public on measures they can take to reduce loss and injury.
Mobilization
The process and procedures used by all organizations-state, local, and
tribal-for activating, assembling, and transporting all resources that have
been requested to respond to or support an incident.
Multi-agency Coordination
A multi-agency coordination entity functions within a broader multi-agency
coordination system. It may establish the priorities among incidents and
associated resource allocations, deconflict agency policies, and provide
strategic guidance and direction to support incident management activities.
Multi-agency Coordination
Systems
Multi-agency coordination systems provide the architecture to support
coordination for incident prioritization, critical resource allocation,
communications systems integration, and information coordination. The
components of multi-agency coordination systems include facilities,
equipment, emergency operation centers (EOCs), specific multi-agency
coordination entities, personnel, procedures, and communications. These
systems assist agencies and organizations to fully integrate the subsystems
of the NIMS.
Multi-jurisdictional Incident
An incident requiring action from multiple agencies that each have
jurisdiction to manage certain aspects of an incident. In ICS, these
incidents will be managed under Unified Command.
Mutual-Aid Agreement
Written agreement between agencies and/or jurisdictions that they will
assist one another on request, by furnishing personnel, equipment, and/or
expertise in a specified manner.
National
Of a nationwide character, including the state, local, and tribal aspects of
governance and policy.
National Disaster Medical
System (NDMS)
A cooperative, asset-sharing partnership between the Department of Health
and Human Services, the Department of Veterans Affairs, the Department
of Homeland Security, and the Department of Defense. NDMS provides
resources for meeting the continuity of care and mental health services
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requirements of the Emergency Support Function 8 in the Federal Response
Plan.
National Incident Management
Systems (NIMS)
A system mandated by HSPD-5 that provides a consistent nationwide
approach for state, local, and tribal governments; the private-sector, and
nongovernmental organizations to work effectively and efficiently together
to prepare for, respond to, and recover from domestic incidents, regardless
of cause, size, or complexity. To provide for interoperability and
compatibility among state, local, and tribal capabilities, the NIMS includes
a core set of concepts, principles, and terminology. HPD-5 identifies these
as the ICS; multi-agency coordination systems; training; identification and
management of resources (including systems for classifying types of
resources); qualification and certification; and the collection, tracking, and
reporting of incident information and incident resources.
National Response Plan
(NRP)
A plan mandated by HSPD-5 that integrates Federal domestic prevention,
preparedness, response, and recovery plans into one all-discipline, allhazards plan.
Nongovernmental
Organization (NGO)
An entity with an association that is based on interests of its members,
individuals, or institutions and that is not created by a government, but may
work cooperatively with government. Such organizations serve a public
purpose, not a private benefit. Examples of NGOs include faith-based
charity organizations and the American Red Cross.
Operational Period
The time scheduled for executing a given set of operation actions, as
specified in the Incident Action Plan. Operational periods can be of various
lengths, although usually not over 24 hours.
Operations Section
The section responsible for all tactical incident operations. In ICS, it
normally includes subordinate branches, divisions, and/or groups.
Personnel Accountability
The ability to account for the location and welfare of incident personnel. It
is accomplished when supervisors ensure that ICS principles and processes
are functional and that personnel are working within established incident
management guidelines.
Planning Meeting
A meeting held as needed prior to and throughout the duration of an
incident to select specific strategies and tactics for incident control
operations and for service and support planning. For larger incidents, the
planning meeting is a major element in the development of the Incident
Action Plan (IAP).
Planning Section
Responsible for the collection, evaluation, and dissemination of operational
information related to the incident, and for the preparation and
documentation of the IAP. This section also maintains information on the
current and forecasted situation and on the status of resources assigned to
the incident.
Preparedness
The range of deliberate, critical tasks and activities necessary to build,
sustain, and improve the operational capability to prevent, protect against,
respond to, and recover from domestic incidents. Preparedness is a
continuous process. Preparedness involves efforts at all levels of
government and between government and private-sector and
nongovernmental organizations to identify threats, determine
vulnerabilities, and identify required resources. Within the NIMS,
preparedness is operationally focused on establishing guidelines, protocols,
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and standards for planning, training and exercises, personnel qualification
and certification, equipment certification, and publication management.
Preparedness Organizations
The groups and fora that provide interagency coordination for domestic incident
management activities in a non-emergency context. Preparedness
organizations can include all agencies with a role in incident management,
for prevention, preparedness, response, or recovery activities. They
represent a wide variety of committees, planning groups, and other
organizations that meet and coordinate to ensure the proper level of
planning, training, equipping, and other preparedness requirements within a
jurisdiction or area.
Prevention
Actions to avoid an incident or to intervene to stop an incident from
occurring. Prevention involves actions to protect lives and property. It
involves applying intelligence and other information to a range of activities
that may include such countermeasures as deterrence operations; heightened
inspections; improved surveillance and security operations; investigations to
determine the full nature and source of the threat; public health and
agricultural surveillance and testing processes; immunizations, isolation, or
quarantine; and, as appropriate, specific law enforcement operations aimed
at deterring, preempting, interdicting, or disrupting illegal activity and
apprehending potential perpetrators and bringing them to justice.
Private Sector
Organizations and entities that are not part of any governmental structure.
It includes for-profit and not-for-profit organizations, formal and informal
structures, commerce and industry, and private voluntary organizations
(PVO).
Processes
Systems of operations that incorporate standardized procedures,
methodologies, and functions necessary to provide resources effectively and
efficiently. These include resource typing, resource ordering and tracking,
and coordination.
Public Information Officer
(PIO)
A member of the Command staff responsible for interfacing with the public
and media or with other agencies with incident-related information
requirements.
Public Assistance
Is the reimbursement and emergency assistance provided to State and local
governments and private non-profit entities from the Federal government.
Publications Management
The publications management subsystem includes materials development,
publication control, publication supply, and distribution. The development
and distribution of NIMS materials is managed through this subsystem.
Consistent documentation is critical to success, because it ensures that all
responders are familiar with the documentation used in a particular incident
regardless of the location or the responding agencies involved.
Qualification and Certification
This subsystem provides recommended qualification and certification
standards for emergency responder and incident management personnel. It
also allows the development of minimum standards for resources expected
to have an interstate application. Standards typically include training,
currency, experience, and physical and medical fitness.
Radio Amateur Civil
Emergency Services (RACES)
A volunteer group of amateur radio operators, who may be activated by the
Oswego County Office of Emergency Management, to provide
communications support in times of emergency.
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Reception Area
This refers to a location separate from staging areas, where resources report
in for processing and out-processing. Reception Areas provide
accountability, security, situational awareness briefings, safety awareness,
distribution of IAPs, supplies and equipment, feeding, and bed down.
Recovery
The development, coordination, and execution of service-and siterestoration plans; the reconstitution of government operations and services;
individual, private-sector, nongovernmental, and public-assistance
programs to provide housing and to promote restoration; long-term care and
treatment of affected persons; additional measures for social, political,
environmental, and economic restoration; evaluation of the incident to
identify lessons learned; post incident reporting; and development of
initiatives to mitigate the effects of future incidents.
Resources
Personnel and major items of equipment, supplies, and facilities available or
potentially available for assignment to incident operations and for which
status is maintained. Resources are described by kind and type and may be
used in operational support or supervisory capacities at an incident or at an
EOC.
Resource Management
Efficient incident management requires a system for identifying available
resources at all jurisdictional levels to enable timely and unimpeded access
to resources needed to prepare for, respond to, or recover from an incident.
Resource management under the NIMS includes mutual-aid agreements; the
use of special state, local, and tribal teams; and resource mobilization
protocols.
Resources Unit
Functional unit within the Planning Section responsible for recording the
status of resources committed to the incident. This unit also evaluates
resources currently committed to the incident, the effects additional
responding resources will have on the incident, and anticipated resource
needs.
Response
Activities that address the short-term, direct effects of an incident.
Response includes immediate actions to save lives, protect property, and
meet basic human needs. Response also includes the execution of
emergency operations plans and of mitigation activities designed to limit
the loss of life, personal injury, property, and meet basic human needs.
Response also includes the execution of emergency operations plans and of
mitigation activities designed to limit the loss of life, personal injury,
property damage, and other unfavorable outcomes. As indicated by the
situation, response activities include applying intelligence and other
information to lessen the effects or consequences of an incident; increased
security operation; continuing investigations into nature and source of the
threat; ongoing public health and agricultural surveillance and testing
processes; immunizations, isolation, or quarantine; and specific law
enforcement operations aimed at preempting, interdicting, or disrupting
illegal activity, and apprehending actual perpetrators and bringing them to
justice.
Safety Officer (SO)
A member of the Command Staff responsible for monitoring and assessing
safety hazards or unsafe situations and for developing measures for
ensuring personnel safety.
Section
The organizational level having responsibility for a major functional area of
incident management, e.g., Operations, Planning, Logistics,
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Finance/Administration, and Intelligence (if established). The section is
organizationally situated between the branch and the Incident Command.
Span of Control
The number of individuals a supervisor is responsible for, usually expressed
as the ratio of supervisors to individuals. (Under the NIMS, an appropriate
span of control is between 1:3 and 1:7)
Staging Area
Location established where resources can be placed while awaiting a
tactical assignment. The Operations Section manages Staging Areas.
State
When capitalized, refers to any State of the United States, the District of
Columbia, Commonwealth of Puerto Rico, the Virgin Islands, Guam,
American Samoa, the Commonwealth of the Northern Mariana Islands, and
any possession of the United States. See Section 2 (14), Homeland Security
Act of 2002, Pub. L. 107-296, 116 Stat. 2135 (2002).
Statewide State of Emergency
Is issued by the Governor when an emergency/disaster is eminent or has
occurred. States of emergencies normally encompass specific geographic or
threatened areas.
Strategic
Strategic elements of incident management are characterized by continuous
long-term, high-level planning by organizations headed by elected or other
senior officials. These elements involve the adoption of long-range goals
and objectives, the setting of priorities; the establishment of budgets and
other fiscal decisions, policy development, and the application of measures
of performance or effectiveness.
Strike Team
Set number of resources of the same kind and type that have an established
minimum number of personnel.
Strategy
The general direction selected to accomplish incident objectives set by the
IC.
Supporting Technologies
Any technology that may be used to support the NIMS is included in this
subsystem. These technologies include orthophoto mapping, remote
automatic weather stations, infrared technology, and communications,
among various others.
Task Force
Any combination of resources assembled to support a specific mission or
operational need. All resource elements within a task force must have
common communications and a designated leader.
Technical Assistance
Support provided to State, local, tribal jurisdictions when they have the
resources but lack the complete knowledge and skills needed to perform a
required activity (such as mobile-home park design and hazardous material
assessments).
Terrorism
Under the Homeland Security Act of 2002, terrorism is defined as activity
that involves an act dangerous to human life or potentially destructive of
critical infrastructure or key resources and is a violation of the criminal laws
of the United States or of a State or other subdivision of the United States
in which it occurs and is intended to intimidate or coerce the civilian
population or influence a government or affect the conduct of a government
by mass destruction, assassination, or kidnapping. See Section 2 (15),
Homeland Security Act of 2002, Pub. L.107-296, 116 Stat. 2135 (2002).
Threat
An indication of possible violence, harm, or danger.
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Tools
Those instruments and capabilities that allow for the professional
performance of tasks, such as information systems, agreements, doctrine,
capabilities, and legislative authorities.
Tribal
Any Indian tribe, band, nation, or other organized group or community,
including any Alaskan Native Village as defined in or established pursuant
to the Alaskan Native Claims Settlement Act (85 stat. 688) [43 U.S.C.A.
and 1601 et seq.], that is recognized as eligible for the special programs and
services provided by the United States to Indians because of their status as
Indians.
Type
A classification of resources in the ICS that refers to capability. Type 1 is
generally considered to be more capable than Types 2, 3, or 4, respectively,
because of size; power; capacity; or, in the case of incident management
teams, experience and qualifications.
Unified Area Command
A Unified Area Command is established when incidents under an Area
Command are multi-jurisdictional. (See Area Command.)
Unified Command (UC)
An application of ICS used when there is more than one agency with
incident jurisdiction or when incidents cross political jurisdictions.
Agencies work together through the designated members of the UC, often
the senior person from agencies and/or disciplines participating in the UC,
to establish a common set of objectives and strategies and a single IAP.
Unit
The organizational element having functional responsibility for a specific
incident planning, logistics, or finance/administration activity.
Unity of Command
The concept by which each person within an organization reports to one and
only one designated person. The purpose of unity of command is to ensure
unity of effort under one responsible commander for every objective.
Volunteer
For purposes of the NIMS, a volunteer is any individual accepted to
perform services by the lead agency, which has authority to accept
volunteer services, when the individual performs services without promise,
expectation, or receipt of compensation for services performed. See, e.g.,
16 U.S.C. 742f(c) and 29 CFR 553.101.
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